Industries

THE UMS KNOW-HOW ON TOPIC AREAS, METHODS AND ROLES IS SECTOR-NEUTRAL. OVER THE YEARS THOUGH, UMS CONSULTANTS HAVE ACQUIRED ADDITIONAL SECTOR KNOWLEDGE.

Automotive

Automotive suppliers have to be able to deliver globally and service a variety of models whilst price pressure and competition increases, as new suppliers emerge into the market. New developments in the area of propulsion technology place new and innovative challenges in front of suppliers. The automotive sector especially faces the following challenges:

  • Creating functioning cost control for stabilization of the core business
  • Building a strong force of innovation for extrapolating new customers and new markets
  • Developing new ideas and concepts of mobility

UMS provides the following services to its automotive customers to enable their success:

  • Optimization of business processes (End-to-End) for cost reduction whilst delivering relevant customer requirements
  • Support during the development of innovative products and services
  • Fostering an intelligent, process and customer oriented digitalization

Chemical Industry/Pharmaceutical Industry

The global markets are constantly in motion, especially in the emerging markets. New competitors in the chemical industry are superseding old-established companies. Portfolio changes through buying and selling are on the daily schedule of Global Players. Those who want to succeed in Europe and stay independent have to evolve their respective specialities and service concepts and have to prove superior speed and flexibility.
For the pharmaceutical industry, it is regarded as more and more difficult to realize a Blockbuster product and even just to produce simply and cheaply in the generic pharmaceutical market is not sufficient to reach customers. Today, more has to be offered in order to make customers buy a particular product or the individual patient has to be the focus during the development of new products. In regard to this, the slogan “patient specific drugs“ takes on more and more meaning. Therefore it is crucial to examine the throughput times of studies more closely and elevate potential. Each day market entrance is brought forward realizes approximately one million Euro in additional revenue. Aside from the pursuit of excellent and efficient end to end processes, companies question their DNA which they want to change step by step. To accomplish such a change in mindset and culture, it is vital to support, foster and challenge executives and staff on their journey.

The significant challenges for both industries are how to deliver:

  • Cost-effective and highly flexible production
  • Innovation close to the customer
  • Differentiation through speed and service
  • Optimization of the organization through efficiently intertwined process chains
  • Change of culture in the organization

To face these challenges appropriately, UMS supports its customers from the chemical and pharmaceutical industries in different operational fields:

  • Optimization of production processes up to the improvement of production layouts.
  • Improvement of innovation processes up to a stronger involvement of the customer, for example during the development of new services
  • Optimization of Study Management processes through which a cost and time-efficient mode of practice is realized
  • Optimization of the Supply Chain Management for a fast and reliable delivery capacity with optimal inventory
  • Optimization and redesign of indirect processes like human resources, finance or procurement in order to align them optimally to the value streams of the company.
  • Change of mindset on all levels of the organization

Financial service provider

The current economic environment, with its low or even negative interest rates, places the finance sector in front of unimagined challenges. Among other services, classical life insurance as the backbone of insurance providers has had its day. Another factor is that more and more companies are penetrating traditional banking services with their innovative payment and credit systems. This leads to a sequence of essential tasks for the financial service providers:

  • Instigating significant cost reduction, in order to react to the way-breaking revenues
  • Using the potential of digitalization to develop new modes of distribution, rewarding the loyalty of existing customers and generating new ones.
  • Developing new and innovative products, especially in the insurance industry, and new forms of services in the banking sector.

UMS supports its customers from the field of financial service providers in the following areas:

  • Improvement of business processes (End-to-End) with regard to company and customer needs
  • Support of an intelligent and customer oriented digitalization
  • Optimization of the innovation processes in order to bring customer relevant products and services to market as fast as possible

Logistics

The logistics sector, in its classic environment, is pressured by the increasing transparency of an interconnected world. Services become more comparable and price pressure rises. Emerging networks, strategic niches and the contract logistics with their ever developing service portfolios offer opportunities to realize added value for customers and better margins. Particularly, the levers of success for the logistics sector are:

  • A consequent customer orientation in order to distinguish the company from competitors
  • Lean process for providing services cost-effectively
  • Use of digitalization
  • Green logistics and the pooling of transport to lower energy costs

UMS therefore supports its costumer from the logistics sector in the following fields:

  • Significant cost reduction in logistic processes especially contract logistics
  • Customer oriented digitalization
  • Improvement of customer retention through consequent focus of services/products on relevant customer needs

Process industry

The process industry, especially in Europe, is facing the permanent challenge of developing unique selling propositions in order to set itself apart from competition emerging from the low-pay sector. However, a step “Out of the Commodities – in to the Specialities” often creates dilemmas that have to be solved:

  • Paradigm shifts along the entire value chain away from the mentality of “Distribution and Volume” into the direction of a “Value“
  • Cost reduction for the stabilization of profitability in spite of principally low economies of scale
  • Development of new products and solutions in an “unknown” environment
  • Control of complexity of the product portfolio along the value stream
  • Extremely short delivery times and flexibility

UMS supports its customers especially with the following focus topics and services:

  • Identification of the relevant market and customer requirements
  • End-to-End supply chain design
  • Process improvement and cost reduction
  • Management of product complexity
  • Increase in delivery capacity and reduction of inventory

Telecommunication

The telecommunications industry is in upheaval. More and more initial services are overtaken by other companies and innovative services, mostly by new providers, are increasingly used by end customers. As a consequence, the amount of data increases further but without a willingness of customers to pay corresponding prices. For the industry, this means several things:

  • Maintain or increase the value of the service for the customer if feasible
  • Lower costs significantly as the customers expect an ever increasing performance
  • Carry out necessary investments in the expansion of the network fast and economically
  • Focus on key services of telecommunications while enable innovation

UMS is able to support the telecommunications industry, with its service portfolio, to face up to these demands.

  • Bring new product ideas on the market with customer specific innovations
  • Lower costs systematically
  • Design service/technology and IT processes in order to make them lean